by order of the commander air force space...

NOTICE: This publication is available digitally on the AFDPO WWW site at: http://www.e-publishing.af.mil.

COMPLIANCE WITH THIS PUBLICATION IS MANDATORY

BY ORDER OF THE COMMANDER AIR FORCE SPACE COMMAND

AIR FORCE SPACE COMMANDINSTRUCTION 36-283

2 AUGUST 2004

Personnel

SPACE TRAINING SYSTEM MANAGEMENT

OPR: XOTT (Lt Col Michael M. Cannon) Certified by: XOT (Col Robert C. Keyser, Jr.)Pages: 22

Distribution: F

This instruction implements Air Force Instruction (AFI) 36-2251, Management of Air Force TrainingSystems and reflects guidance in Air Force Policy Directive (AFPD) 10-6, Mission Needs and Opera-tional Requirements; AFPD 10-9, Lead Operating Command Weapon Systems Management; AFPD36-22, Military Training; Air Force Instruction (AFI) 10-601, Operational Capability Requirements;AFI 21-114, Managing Intercontinental Ballistic Missiles Maintenance, AFI 21-116, MaintenanceManagement of Communications-Electronics and AFI 36-2201, Volume 1, Training Development, Deliv-ery, and Evaluation. This guidance prescribes the roles and responsibilities, processes and proceduresassociated with planning, acquisition and sustainment of training systems that support Air Force SpaceCommand (AFSPC) operations and maintenance activities. It applies to military and civilian personnelassigned to Headquarters (HQ) AFSPC and field units as well as Air National Guard and Air ForceReserve units and members.

1. General: ...................................................................................................................... 2

2. Roles and Responsibilities: ........................................................................................ 2

3. Planning for Training Systems: ................................................................................. 7

4. Training System Requirements Generation and Acquisition: ................................... 8

5. Support of Fielded Training Systems: ....................................................................... 12

Attachment 1—GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION 15

Attachment 2—TRAINING SYSTEM REQUIREMENTS: CONSIDERATIONS 20

Attachment 3—METRIC TEMPLATES 21

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2 AFSPCI36-283 2 AUGUST 2004

1. General:

1.1. AFSPC’s goal is to ensure realistic training capabilities at the optimum level of concurrency,fidelity and interoperability to guarantee mission accomplishment and effective joint operations.AFSPC, in coordination with Air Education and Training Command (AETC), will provide a seamlesscontinuum of initial, unit and supplemental training that results in fully qualified operators and main-tainers prepared to support commitments to US Strategic Command (USSTRATCOM), US NorthernCommand (USNORTHCOM), North American Aerospace Defense Command (NORAD) and globalUS military operations.

1.2. Successful training system management requires effective communications between AFSPCunits, 14th and 20th Air Forces (AF), the Space and Missile Systems Center (SMC), the Space War-fare Center (SWC), HQ AFSPC, the Electronic Systems Center (ESC), the Ogden Air Logistics Cen-ter (OO-ALC), AETC and the Air Staff. Within HQ AFSPC, ongoing interaction between theDirectorates of Air and Space Operations (XO), Requirements (DR), Plans (XP) and Logistics andCommunications (LC) ensures a command focus on training excellence. As with prime mission sys-tems, accurate and timely requirements identification ensures training systems are acquired and sus-tained in the right number and configuration to support mission needs. Fundamental to this effort isthe early identification of training requirements to AETC for their training planning and programmingprocesses.

1.3. This instruction focuses specifically on training systems, acknowledging that traditional weaponsystem acquisition and sustainment processes include training as an integral part of prime missionsystem management. In recognition of the importance of training to the mission; the roles, responsi-bilities, forums and processes outlined here apply to training system management across AFSPCweapon systems. Numerous compliance requirements unique to training systems are highlighted inapplicable portions of this instruction. These processes integrate with command planning, require-ments, funding and sustainment processes to ensure training systems remain current with prime mis-sion system configuration. To accomplish this, AFSPC training systems shall receive the sameprecedence rating as the prime mission systems they support and the same visibility, funding, and doc-umentation priority.

1.4. This instruction uses the “Training System” definition provided in AFI 36-2251: “A systemati-cally developed curriculum including, but not necessarily limited to, courseware, classroom aids,training simulators and devices, operational equipment, embedded training capability, and personnelto operate, maintain, or employ a system. The Training System includes all necessary elements oflogistic support”.

1.5. This instruction complements other command documents to provide a comprehensive overviewof AFSPC training. For example, the Mission Support Plan, Mission Area Plans, and the Space Train-ing Roadmap also address specific aspects of training capabilities.

2. Roles and Responsibilities:

2.1. HQ AFSPC Directorate of Air and Space Operations (XO):

2.1.1. Establishes standards, tasks and formal training requirements for operations training sys-tems.

2.1.2. Advocates, monitors and allocates funding for fielded operations training systems.

AFSPCI36-283 2 AUGUST 2004 3

2.1.3. Assigns stand-alone training systems to closely-aligned program elements.

2.1.4. Hosts an annual AFSPC operations training conference.

2.1.5. Maintains an operations training resource inventory, oversees movement of trainingdevices and manages disposition of excess training devices (in coordination with the System Pro-gram Office [SPO]).

2.1.6. Develops, tracks and distributes metrics on operations training system utilization and effec-tiveness. Analyzes trends to identify training system shortfalls and new requirements.

2.1.7. Identifies and prioritizes operational requirements to DR for training system acquisitionand modification; advocates modification recommendations.

2.1.8. Uses Instructional Systems Development (ISD) to determine required training equipmentcapabilities.

2.1.9. Participates on Integrated Concept Teams (ICT) and Training Planning Teams (TPT) forsystems in acquisition. Assumes responsibility for the prime mission system/training system andTPT at operational acceptance/initial operational capability (IOC).

2.1.10. Ensures training system concepts and requirements are documented in requirements pub-lications, the System Training Plan (STP) and the Training System Requirements Analysis(TSRA); determines the need for simulator certification (SIMCERT) and simulator validation(SIMVAL). Advocates for SIMCERT and SIMVAL funding early in program acquisition.

2.1.11. Provides trained Mission Ready personnel to support the NORAD, USSTRATCOM andUSNORTHCOM missions.

2.1.12. Establishes/develops policy, guidance, standards, tasks and formal operations trainingrequirements for space combat operations training and evaluation.

2.1.13. Ensures AETC involvement in training system modification for timely development oftraining. Provides course training requirements to AF/XOS and AETC.

2.1.14. Develops operations technical order/manual requirements, monitors accuracy and initiatescorrective action.

2.1.15. Manages the operations standardization and evaluation program.

2.1.16. Identifies test team training requirements to the TPT.

2.1.17. Ensures operations training device configuration control, quality assurance, and simulatorcertification (SIMCERT) programs.

2.2. HQ AFSPC Directorate of Requirements (DR):

2.2.1. Focal point for acquisition and major modification of command training systems. In con-junction with the SPO, acquires/modifies training systems concurrent with prime mission systemsto ensure training system concurrency. Ensures AETC involvement in training system acquisitionfor timely development of training. Advocates, monitors and allocates funding for training-relatedactivities for new systems/major modifications.

2.2.2. Identifies, develops, documents and staffs operational requirements from validation toapproval, to include SIMCERT/SIMVAL, when applicable.


2.2.3. Acquires training systems that meet training requirements through SMC and ESC. Ensuresspace training device acquisition efforts provide required AETC and AFSPC training capabilities.

2.2.4. Ensures appropriate Type 1 Training is provided in conjunction with system modificationsand new acquisitions.

2.2.5. Issues policies, procedures, and guidance for implementation of DoD acquisition guidanceregarding training system development and management.

2.2.6. Appoints system command leads as the AFSPC points of contact (POC) for acquisition ormajor modification programs.

2.2.7. Provides training system acquisition support and guidance to command leads, TPT andTSRA teams.

2.2.8. Chairs TPT for systems in acquisition, participates on TPT for fielded systems.

2.3. HQ AFSPC Directorate of Logistics and Communications (LC):

2.3.1. Establishes standards, tasks and formal training requirements for maintenance training sys-tems; develops maintenance training and evaluation policy and guidance.

2.3.2. Manages maintenance training system sustainment activities.

2.3.3. Jointly responsible with 20 AF/LG for procurement, configuration control and administra-tion of the ICBM Maintenance Trainer Program.

2.3.4. Ensures currency of maintenance training system technical orders and manuals.

2.3.5. Ensures configuration control of maintenance training devices.

2.3.6. Develops and monitors metrics on maintenance training device usage.

2.3.7. Identifies communications/maintenance training system requirements to DR and the TPT.

2.3.8. Participates on TPT for new and fielded systems.

2.3.9. Maintains a maintenance training resource inventory, oversees movement of trainingdevices and manages disposition of excess training devices (in conjunction with the SPO).

2.4. HQ AFSPC Directorate of Plans and Programs (XP):

2.4.1. Programs funding for approved training requirements based on AFSPC priorities.

2.4.2. Leads and facilitates AFSPC Integrated Planning Process (IPP) activities.

2.4.3. Develops the AFSPC Program Objective Memorandum (POM) input.

2.4.4. Develops the Manpower Estimate Report (MER) for new systems.

2.4.5. Co-chairs the Space Training Technical Planning Integrated Product Team (TPIPT) withSMC/AX.

2.4.6. Participates on TPT for fielded systems.

2.5. Space Professional Management Office (DPAX):

2.5.1. Establishes policy, procedures and funding requirements for the Space Professional Devel-opment program.


2.5.2. Directs policies and issues relating to space professional development, education, trainingand certification.

2.5.3. Develops, integrates and implements, where appropriate, National Security Space commu-nity professional development initiatives.

2.6. Space and Missile Systems Center:

2.6.1. Develops, defines, deploys, procures and sustains (logistics support and configuration man-agement) space training systems to meet AFSPC and AETC requirements for the life of the asso-ciated weapon system (SPOs). Integrates training systems across weapon systems whereapplicable.

2.6.2. Co-chairs the Space Training TPIPT with XP (AX).

2.6.3. Participates on TPT for new and fielded systems (AX and SPOs, as required).

2.6.4. Participates in the annual AFSPC Training conference (AX).

2.7. Space Warfare Center:

2.7.1. Assesses training system capabilities during operational test activities, as required.

2.7.2. Provides space education planning and funding inputs to XP.

2.7.3. Develops and executes space education programs in coordination with the Space Profes-sional Development Office (CVX).

2.7.4. Participates in annual AFSPC training conference, as required.

2.8. 14th and 20th Air Forces:

2.8.1. Provide inputs on training system effectiveness.

2.8.2. Participate in AFSPC training conferences and TPTs, as required.

2.8.3. Monitor use of simulators in support of training and evaluation programs.

2.8.4. 20 AF/LG: Jointly responsible with AFSPC/LC for procurement, configuration control andadministration of the ICBM Maintenance Trainer Program.

2.8.5. Convey common space and missile operations training needs to HQ AFSPC/XOT. Thisdoes not preclude system-unique acquisition or modification. Common training needs may sup-port multiple units or locations.

2.9. Space Wings:

2.9.1. Conduct quarterly training reviews to assess training system effectiveness.

2.9.2. Provide inputs on training system effectiveness and requests for training system modifica-tions through their respective numbered air force (NAF) to XO and LC.

2.9.3. Participate in AFSPC training conferences and TPTs, as required.

2.9.4. Manage unit training device programs.

2.9.5. Maintain local ICBM maintenance training facilities.


2.10. Other Agencies:

2.10.1. AETC:

2.10.1.1. Provides ISD advice as required.

2.10.1.2. Participates on TPT for new and fielded systems, assists in identification of trainingrequirements, establishing training strategies, obtaining training resources, and STP develop-ment and update.

2.10.1.3. Develops course resource estimates (CRE) at the request of HQ AF/XOS to identifyresource requirements for new training requirements, based on AFSPC’s Master Task List(MTL). (HQ AF/XOS is the Air Staff proponent for changes to AETC formal trainingcourses).

2.10.1.4. Participates in training system acquisition (HQ AETC/XPR) and identification ofMTL, manpower, and equipment issues (HQ AETC/DOO).

2.10.1.5. Plans, programs, and budgets for all of the AFSC-awarding training.

2.10.1.6. Budgets and programs sustainment costs (operations and maintenance, other pro-curement, MILCON) for AETC initial skills and supplemental space operations courses.Unfunded AETC requirements are advocated by HQ AF/XOS in coordination with the HQAF/DP Personnel and Training Panel.

2.10.1.7. Provides training system acquisition support, including support in the developmentand review of requirements documents, Type 1 Training.

2.10.1.8. Identifies AETC training system requirements to AFSPC/DR during system acquisi-tion.

2.10.1.9. Provides training system analyses and assessments.

2.10.1.10. Evaluates new training technologies to determine applicability to AF training pro-grams.

2.10.2. Air Force Operational Test and Evaluation Center (AFOTEC):

2.10.2.1. Conducts Operational Test and Evaluation (OT&E) for new/modified systems andassociated training systems, as required.

2.10.2.2. Identifies test team training requirements for system OT&E to AFSPC/DR.

2.10.2.3. Participates on system-specific TPT for which it has testing responsibility.

2.10.3. OO-ALC:

2.10.3.1. Develops, defines, deploys, procures and sustains ICBM training systems to meetAFSPC and AETC requirements for the life of the weapon system.

2.10.3.2. Provides configuration management for ICBM operations and maintenance trainingdevices.

2.10.3.3. Provides cost estimates and budget submissions for training device acquisition andmodification as required by HQ AFSPC/DR.

2.10.3.4. Responsible for technical data management to include technical orders, technical


manuals and engineering drawings and specifications.

2.10.3.5. Manages ICBM software baseline for operations and maintenance training devices.Incorporates changes to the software baseline as directed by the AFSPC Operational ControlBoard.

2.10.3.6. Manages the Contractor Logistics Support (CLS) contract for ICBM trainingdevices.

2.10.3.7. Participates in the annual AFSPC Training conference.

2.10.4. ESC:

2.10.4.1. Develops, defines, deploys, procures and sustains (logistics support and configura-tion management) space training systems to meet AFSPC and AETC requirements for the lifeof the associated weapon system. Integrates training systems across weapon systems whereapplicable.

2.10.4.2. Participates on TPT for new and fielded systems, as required.

2.10.4.3. Participates in the annual AFSPC Training conference, as required.

2.11. Unified Commands, other MAJCOMs, Services, Allies, or DoD Agencies:

2.11.1. Participate on TPT to ensure their system training requirements are defined and docu-mented in the STP.

3. Planning for Training Systems:

3.1. The AFSPC IPP is the primary means of assessing command mission capabilities in the near-,mid- and long-term. XP has the lead for the planning process, with the participation of representativesfrom each of the command’s mission areas: Force Enhancement, Space Support, Space Control, andForce Application, as well as Mission Support. Planners use a strategy-to-task approach to develop aMission Area Assessment (MAA) that identifies and prioritizes required mission-related tasks andsubtasks. Current and planned capabilities to perform the tasks/subtasks are then assessed usingappropriate measures to determine shortfalls. The shortfalls are prioritized and documented in theMission Needs Analysis (MNA). Next, a Mission Solutions Analysis (MSA) provides fiscally uncon-strained candidate solutions to address the capability shortfalls. Finally, XP develops an IntegratedInvestment Analysis (IIA) that provides fiscally constrained profiles based on MAA and MNA prior-ities to influence funds distribution.

3.2. The results of these efforts are documented in Mission Area Plans (MAP) for the Force Enhance-ment, Space Support, Space Control and Force Application mission areas and the Mission SupportPlan (MSP) for the support mission area. These iterative, baseline planning documents forecast mod-ernization efforts within each mission area to attain required capabilities. The Strategic Master Plan(SMP) is a combination of the information contained in the MAPs and MSP.

3.3. Traditionally, training is viewed as part of the prime mission system and therefore planning,funding and development for the associated training system is embedded in the prime mission systemprocesses. Based on this approach, specific training systems will be addressed in each MAP and theMSP and ultimately the SMP as a subset of the coverage for the prime mission system. The MSPaddresses training issues that cross mission areas. Training often constitutes a separate capability andfrequently requires a separate materiel solution to ensure full mission readiness. To fully address train-


ing requirements, planners and functional managers must include specific details on training systemsin planning documents to ensure full training capability requirements are adequately addressed. Thecombined efforts of XOT, as the advocate for operations training programs; XO system functionalmanagers, DR command lead and XPX are required to ensure accurate representation of trainingrequirements.

3.4. In addition to training, the planning process addresses the closely related areas of education andexercises. Education efforts are the primary focus of CVX, the Space Operations School in the 595thSpace Group at the Space Warfare Center and DP continuing education programs. These organiza-tions make planning inputs on their programs to XP for inclusion in the MSP. In addition, XOT pro-vides inputs on AFSPC role in AF, combined and joint exercises.

3.5. As part of the MSA process, the Space Training TPIPT explores modernization opportunities forAFSPC training, education and exercises. It provides candidate solutions to MNA training deficien-cies in all mission areas identified and documented by AFSPC and AETC during their planning pro-cesses. The Space Training TPIPT canvasses industry and academia to identify technologies andmethodologies and offer solutions, developing inputs that cut across mission areas. Membership of theSpace Training TPIPT includes representatives from AF/XOSO, AFSPC/XO, AETC/XP, SMC/AX,ESC, Aeronautical Systems Center (ASC), Air Force Research Laboratory (AFRL) Human FactorsDirectorate, and industry. The Space Training Acquisition Office (SMC/AXLY) supports this effortby participating in concept calls and evaluations, as co-chair (with XPX) of the Space Training TPIPTand by providing planning inputs to XPX.

4. Training System Requirements Generation and Acquisition:

4.1. When a material solution is needed to correct deficiencies identified during IPP, this need is for-mally stated in capabilities documents developed by DR. This documentation is the first step in theJoint Capabilities Integration and Development System (JCIDS). DR is responsible for identificationof requirements to SMC and ESC and serves as the liaison between the acquisition and operationscommunities.

4.2. Training Requirements Identification Process. As prime mission system requirements arerefined, DR, LC and XO must ensure training requirements are addressed simultaneously. AFSPC andthe functional communities all play an important role in identifying needed training capabilities.AETC provides ISD advice and CRE based on AFSPC-identified training requirements. The processwill vary depending upon the specific requirements and whether a system acquisition or modificationis more appropriate. Impact on other training systems must also be assessed. An accurate trained per-sonnel requirement and POM inputs are also fundamental to this effort. See AFSPCHOI 16-10, Head-quarters Air Force Space Command Corporate Structure for details. The training system must bedelivered, installed, and logistically supportable by the identified training need date, which in turnsupports operational acceptance/IOC.

4.3. DR assigns a command lead to serve as the HQ AFSPC focal point for developing and staffingrequirements documents and formation of an integrated concept team (ICT) early in the acquisitionprogram. For additional command lead responsibilities see AFSPCHOI 10-1.

4.4. Integrated Concept Team. The ICT assists the command lead in acquisition tasks. The team iscomprised of action officers from HQ AFSPC and other DoD agencies with expertise in operations,


hardware and software engineering, logistics, contracting, safety, security and training. ICT member-ship may change as requirements are updated during acquisition.

4.5. Training Planning Team. The TPT is the primary body for identification of training require-ments in the acquisition and management of training systems. DR is responsible for establishing theTPT early in the acquisition process (as early as Milestone A/Phase A). The branch chief responsiblefor the prime mission system chairs the TPT, and the command lead serves as alternate chairman andteam leader to work day-to-day TPT issues. The TPT chair has the authority to task any member of theTPT to accomplish actions items or write portions of the STP. TPT members are from all pertinentareas in training system life cycle design, development, acquisition, support, modification, funding,and management. Membership changes as the program matures and the system is fielded; however,the TPT conducts planning and management activities throughout the system life cycle. Once theprime mission system becomes operational XO assumes TPT responsibility and chair responsibilitiestransfer to the applicable XO branch chief.

4.5.1. TPT responsibilities include:

Advocating for a complete training system, including funding

Analyzing and identifying training needs

Identifying training and training resource requirements (AFSPCI 36-2202, Mission Ready Training, Evaluation and Standardization Programs, outlines the process for submitting new or changed training program requirements)

Developing the training concept

Horizontal integration of training systems across weapon systems

Developing and maintaining the STP

Documenting training planning decisions and rationale

Resolving training-related problems and issues

Supporting the acquisition of training systems

Determining Type 1 Training requirements and funding

Identifying and reviewing training documentation (ISD analyses, training materials, etc.)

Tracking training funding through the command leads, SPOs, and PEMs

4.6. Key Documents in Training System Acquisition:

4.6.1. System Training Plan. The STP is an iterative planning document that defines the justifica-tion, design, development, responsibilities, funding, resources, support, modification, operation,and management of a training system. A STP is required for all AFSPC systems and is approvedby the TPT chair. Once approved, it is directive in nature and is used by the PEMs to determinetraining priorities for POM funding requests. It supports acquisition and modification processes,requirement documents, milestone/phase decisions, and identifies the concepts and strategy toattain and maintain desired training capability. In addition, the STP establishes milestones and


schedules to ensure training system development, testing, and fielding to support the prime mis-sion system at operational acceptance/IOC. The STP also documents the results of training taskanalyses. It is prepared as soon as possible after Milestone A/Phase A and reviewed and updatedthroughout acquisition. It is reviewed annually by the TPT once the system is fielded to ensuretraining system effectiveness and identify requirements for modification or new acquisition. AF/XOOT reviews all Acquisition Category I and II STPs. See AFI 36-2251, Attachment 2 for addi-tional STP information and format.

4.6.2. Command, Control, Communications, Computers and Intelligence (C4 I) and InformationTechnology (IT) documentation. The program manager/designated representative must ensureapplicable documents are accomplished to address certification requirements for incorporation oftraining systems into communications architectures. There are several key documents that may berequired. The Command, Control, Communications, Computers and Intelligence Support Plan(C4 ISP) identifies C4I needs, dependencies and interfaces focused on interoperability, support-ability and sufficiency. C4ISP development begins at the initiation of acquisition and continuesthroughout. The System Security Authorization Agreement (SSAA) documents security policy,architecture and processes and is a formal agreement among the Designated Approval Authority(DAA), Certification Authority, the program manager and the user. The program manager devel-ops the SSAA based on DoDI 5200.40, DoD Information Technology Security Certification andAccreditation Process. The Certificate of Networthiness helps ensure the system adheres to secu-rity policy and is compatible with the Air Force Enterprise Network. The Certificate to Operateverifies the system and AFSPC are ready for implementation on the Air Force Enterprise Net-work. Connection Approval is the final system certification by the site DAA prior to connectionwith the local infrastructure. Consult LCA for additional information on C4I and IT documenta-tion.

4.6.3. Requirements Documents. Acquisition for space systems is governed by processes and pro-cedures in DoDI 5000.2, Operation of the Defense Acquisition System or by National SecuritySpace Acquisition Policy 03-01, as applicable. The JCIDS and acquisition management systemuse integrated architectures and an analysis of doctrine, organization, training, materiel, leader-ship, personnel, and facilities (DOTMLPF) in an integrated, collaborative process to definedesired capabilities to guide the development of systems. Required capabilities are described inthe Initial Capabilities Document (ICD). As acquisition progresses, the Capability DevelopmentDocument (CDD) is used to support program initiation and refine the integrated architecture. TheCapability Production Document (CPD) defines requirements during Production and Deployment/Phase C. DR develops these requirements documents.

4.6.4. Concepts. Written by XO, operating, functional and enabling concepts articulate requiredcapabilities. They serve a critical role in development by providing a focus for capabilities-basedresource allocation and experimentation throughout the full spectrum of joint and combined oper-ations. Concepts also develop an understanding of the linkage between fielded capabilities/pro-grams and proposed systems/processes, and the warfighting impact of proposed methods ofemployment, specific capabilities, and potential effects. Concepts impact DOTMLPF.

4.6.5. Single Acquisition Management Plan (SAMP). The SAMP is a concise, integrated docu-ment developed by the program manager that describes all relevant issues, recommends an acqui-sition approach and is tailored to specific program needs. The SAMP provides the management


framework to support program decisions. Training may be addressed in various sections of theSAMP. A SAMP or amendment is required as the result of either:

1. Acquisition Strategy Panel direction for the initiation of a new program; or

2. a major change in acquisition or program management strategy, to include changes toscope, dollar value, or contract type.

4.6.6. MTL. The MTL is developed by the program manager or designated representative, coor-dinated with appropriate HQ AFSPC/XO divisions and updated by the TPT. It is derived fromanalysis of mission tasks, prime mission and training system tasks, legacy mission equipment andadditional requirements based on personnel, safety, cost, and environmental constraints. The MTLestablishes a training requirements baseline and is a necessity for AETC CRE development.

4.7. Training System Requirements Analysis. A TSRA is a systematic analysis of new prime mis-sion systems or major system modifications to determine training system requirements. A TSRA isrequired for all AFSPC acquisitions or as determined by the TPT. The TSRA is a formal, documentedeffort using the ISD process and supportability analyses. Human factors, manpower, personnel, riskassessment, training, safety, facilities, and health hazards considerations are key areas of the assess-ment. A TSRA should be conducted early in acquisition and address requirements throughout the sys-tem life cycle. This includes Type 1 Training necessary to achieve initial and follow-on training. TheSPO program manager is responsible for the TSRA, working in conjunction with representatives fromDR, XO, LC and AETC. In most cases, the TRSA is a contractor effort. To facilitate the process, theTPT develops a consolidated list of common mission tasks by functional area from the MTTL. SeeAFI 36-2251, Attachment 3 for additional TSRA information.

4.8. Off-line Requirements. Operations training devices will be physically separated from the oper-ational system. All processing for the simulation must occur on a separate computer. Electronic trans-fer of information from the operational system to the training system to provide real-world scenariosfor training purposes is permitted. However, the link between the operational and training systemsmust preclude transfer of data from the training system to the operational system. Inputs from theoperational system for training purposes will not be injected in real-time via a physical connectionbetween the systems. The simulator may connect to a dedicated training network to support AF dis-tributed training requirements using real-world C3 systems. The use of tapes, CD-ROMs or othertransportable media is acceptable. If the simulator is capable of reconfiguration to connect toreal-world C3 systems, units must establish procedures to ensure crew personnel fully understand cur-rent system status to prevent training on an operational system. These procedures and any deviationsfrom off-line requirements must be approved by AFSPC/XO. Submit waiver requests to AFSPC/XOT.

4.9. Facilities. Determination of appropriate training facilities and the need for new facilities fre-quently requires a site survey. These surveys are led by AFSPC/XPIB with assistance from AFSPC/CE, the user and AETC (if applicable). Facility requirements and location must be approved byAFSPC and AETC (if applicable) before plans are final. MILCON is programmed and funded by theuser command unless the MILCON is in support of a lead command-managed acquisition program(programmed/funded by the lead command).

4.10. Technical Orders. Technical orders and space operations procedures used for system opera-tions and maintenance must be validated by the contractor and verified by the government. Technicalorders must have completed the contractor’s validation as a minimum before the start of Type 1 train-


ing. If verification has been completed, red-line copies are acceptable for Type 1 training. Final tech-nical orders must be available for use prior to the start of formal schoolhouse training. See AFI 21-114and AFSPCI 10-1202, Crew Operations, for added details.

4.11. SIMCERT. An overview of SIMCERT requirements should be included in the STP/SAMP/HSI. Initial certification should be complete within 90 days of training device delivery. Additionalcertifications will be completed within 60 days of installation of major modifications. See AFSPCI36-2205, Operations and Management of Space Training Devices and individual SIMCERT plansfor additional information.

4.12. SIMVAL. An overview of the training system validation requirements should be included inthe STP/SAMP/HSI. Each simulator acquisition will include a SIMVAL program to support genera-tion and employment of required threat representations, the comparison of simulator performance tothe current intelligence assessment, and the process for correcting deficiencies throughout the lifecycle of the training system. SIMVAL reports will document significant deficiencies and the impact totraining.

5. Support of Fielded Training Systems:

5.1. Once a prime mission system has attained IOC/operational acceptance, responsibility for moni-toring the effectiveness and currency of the associated training system transfers to XO. The director-ate responsible for the prime mission system is responsible for the training system. The TPT, chairedby the XO branch chief with prime mission system responsibility, continues to update the STPthrough annual reviews to ensure funding, schedule, and training requirements are adequatelyaddressed throughout the life cycle. An XO representative other than the applicable branch chief mayserve as alternate chairman and team leader to work day-to-day TPT issues. The TPT charter isupdated to reflect the new structure. Modifications to fielded systems necessitate concurrent modifica-tions to associated training systems.

5.2. Training System Assessment:

5.2.1. Training systems for fielded prime mission systems must be continually assessed to ensurethey meet the user’s needs and are concurrent with the prime mission system. The TPT has pri-mary responsibility for this function. TPTs for each system will meet annually to assess trainingsystem effectiveness. The TPT reviews all aspects of the training system and reports on the healthof the system to XOT or LCM. Metrics that track utilization and effectiveness of training systemssupport this assessment (see Attachment 3 and AFSPCI 21-114, ICBM Maintenance Manage-ment). Units will report metrics for operations training systems to XOT by 31 January and 31 July.XOT will provide this data to the TPT to aid in their assessment and identification of new trainingrequirements. The TPT’s primary goal is to ensure the STP is current and that training systemshortfalls are identified and adequately addressed. In assessing training system performance, theTPT will review compliance with applicable guidance, trends, use rates, logistics support, funding(budgeted and programmed), courseware, configuration management, hardware, software,instructor workload, manning and system deficiencies. XOT or LCM will ensure training systemrequirements identified by the TPT are forwarded to the appropriate agency to initiate action.

5.2.2. Each TPT consists of representatives from XOT, XOS, DR SEIO, XPX, SMC/AX (SpaceTraining Acquisition Office-STAO), LCM and ESC (as required) designated in writing. Addi-


tional members will be added at the discretion of the TPT chair with the approval of the affecteddivision chief.

5.2.3. Squadron representatives identify, document and track training requirements. Group-leveltraining program reviews (such as Standardization and Training Review Panels) generate consoli-dated inputs on training system effectiveness and new requirements. The units will conduct quar-terly reviews of wing training and evaluation programs, including error analysis, initial and unitqualification training issues, simulator utilization, training system deficiencies and other pertinentinformation.

5.2.4. Prior to the annual TPT meetings, XOT will publish a “Training Call”,requesting inputsfrom the units on operations training system deficiencies or enhancements. Maintenance deficien-cies are handled IAW AFSPCI 21-114. Units identify operations deficiencies and recommenda-tions using AF Form 1067 to XOT through their respective NAF. The TPT prioritizes thedeficiencies based on mission impact. This prioritization forms the basis for the TPT input to XOTon modifications to each operations training system.

5.2.4.1. In the case of a funding shortfall, XOT will ensure the appropriate functional managerand PEM are aware of the need for corrective action, taking action to identify adequate supportin the execution, budget, and planning cycles. Coordinate operations training system priorityin the context of overall system funding with Assistant XO.

5.2.4.2. Minor changes to AETC courseware are forwarded to the appropriate squadron in the381st Training Group (TRG). Major changes are accomplished IAW AFSPCI 36-2202 andcoordinated through AF/XOS. Course changes with resource impacts require HQ AF/XOSOapproval. If the changes impact training resources, AETC will normally prepare a CRE neededto initiate and sustain the changes (may lead to an AETC POM submission which HQ AF/XOS will need to advocate). If AETC resources are available, the changes will be imple-mented based on AF/XOSO direction. Insufficient funding requires input by the AFSPC orAETC PEM into the command corporate process.

5.2.4.3. The TPT may identify training shortfalls that require an AFSPC materiel solution,either as a modification to an existing system or development of a new system. In this case,XOT will identify the requirement to DR to ensure it is addressed by the JCIDS, is validatedand is reflected in updated requirements documents and the applicable CONCEPTS. The train-ing requirement is added to the funding projection for the system it supports. The AFSPCPEM is responsible for modifications less than $10 million. Modifications greater than $10million and less than $65 million require ICT review of the AF Form 1067 prior to JCIDSactions.

5.2.4.4. Some training programs are not linked to a specific fielded system and therefore notsubject to TPT oversight. In this case, XOT will review user recommendations to determine ifnew programs or changes to existing programs are appropriate for command training, then for-ward the requirement to DR and XP. Funding for these training systems will be included in themost closely aligned program element, based on Assistant XO approval.

5.2.4.5. The TPTs will develop alternate operations training strategies in the STP to be imple-mented if funding shortfalls adversely impact training system acquisition, modification, orsupport. Implementation of alternate strategies will not take place without XO approval. Meth-odologies that are not compliant with off-line training guidance require a XO waiver, granted


for a fixed time period specified in the waiver request.

5.3. Training System Funding. The STP is the basis for POM inputs for training system sustainmentand acquisition. Permanent modifications to prime mission systems must include corresponding mod-ifications to the training system. Funding for training system modifications for technology insertion,performance enhancement, and improved reliability and maintainability shall be included in the primemission funding. PEMs must ensure that funding for training systems is identified during budget andPOM submissions and accurately tracked during execution to ensure training systems are adequatelyfunded.

5.4. Annual Training Conference. Following the TPT meetings, XOT will host an operations train-ing conference. The conference will focus on the key elements of command training systems:courseware, facilities, training devices, logistics support, administration and management, configura-tion management, instructors and training media. Operations conference participants include repre-sentatives from unit OSOT, 14 AF/A3 and 20 AF/DO, SWC, 381 TRG, AETC, SMC/AXLY, HQAFSPC/XO, the SPOs and AF/XOSO.

5.4.1. Prior to the conference, XOT will request discussion topics and will also consider issuessurfaced during the Training Call, NAF training/evaluation conferences or identified by the TPTs.During the conference, XOT will present a consolidated status report on current and emergingcommand training systems, based on inputs from the TPTs, the PEMs, and DR.

5.4.2. Action items identified during the training conference will be tracked by XOT until closure.XOT will provide quarterly status updates on action items to responsible organizations.

5.5. Training Device Management. See AFSPCI 36-2205, Operation and Management of SpaceTraining Devices and AFSPCI 21-114 for details on acquisition, testing, modification, operation, sup-port and certification of training devices managed by XO and LC.

5.6. Acceptance of Training Systems. Ensure the following prior to acceptance:

5.6.1. Compliance. The training system must be consistent with the ISD principles, HLA compli-ant (as required) and comply with off-line training equipment guidance (see paragraph 4.8.).

5.6.2. The STP has been completed/updated to reflect required training system capabilities.

5.6.3. Courseware has been developed and validated.

5.6.4. AETC resource impacts (manpower, equipment, student manyears, etc.) have beenresolved.

5.6.5. If applicable, contractor-conducted training is complete.

5.6.6. Logistics support and a configuration management process are in place.

5.6.7. Technical data/manuals have been updated.

5.6.8. SIMCERT/SIMVAL programs have been established/updated.

DOUGLAS M. FRASER, Brig Gen, USAF Director of Air and Space Operations


Attachment 1

GLOSSARY OF REFERENCES AND SUPPORTING INFORMATION

References

AFPD 10-6, Mission Needs and Operational Requirements

AFPD 10-9, Lead Operating Command Weapon Systems Management

AFPD 36-22, Military Training

AFI 10-601, Capabilities Based Operational Requirements

AFI 21-114, Managing Intercontinental Ballistic Missiles Maintenance

AFI 21-116, Maintenance Management of Communications-Electronics

AFI 36-2201, Volume 1, Training Development, Delivery, and Evaluation

AFI 36-2251, Management of Air Force Training Systems

AFMAN 36-2247, Planning, Conducting, Administering, and Evaluating Training

AFSPCI 36-2203, Volume 1, 14 AF Training and Evaluation Performance Standards (TEPS)

AFSPCI 36-2203, Volume 2, 20 AF Training and Evaluation Performance Standards (TEPS)

AFSPCHOI 10-1, Mission Needs and Operational Requirements Guidance and Processes

AFSPCHOI 16-10, Headquarters Air Force Space Command Corporate Structure

Abbreviations and Acronyms

AETC—Air Education and Training Command

AF—Air Force

AFI—Air Force Instruction

AFMAN—Air Force Manual

AFMC—Air Force Materiel Command

AFOTEC—Air Force Operational Test and Evaluation Center

AFPAM—Air Force Pamphlet

AFPD—Air Force Policy Document

AFRL—Air Force Research Laboratory

AFSPC—Air Force Space Command

ASC—Aeronautical Systems Center

C4I—Command, Control, Communications, Computers and Intelligence

C4ISP—Command, Control, Communications, Computers and Intelligence Support Plan

CDD—Capability Development Document


CLS—Contractor Logistics Support

CPD—Capability Production Document

CRE—Course Resource Estimate

CS—Contractor Support

DAA—Designated Approval Authority

DoD—Department of Defense

DoDI—Department of Defense Instruction

ESC—Electronic Systems Center

HLA—High Level Architecture

HQ—Headquarters

IAW—In accordance with

ICD—Initial Capabilities Document

ICT—Integrated Concept Team

IIA—Integrated Investment Analysis

IPP—Integrated Planning Process

IPT—Integrated Product Team

IOC—Initial Operational Capability

IQT—Initial Qualification Training

ISD—Instructional Systems Development

IT—Information Technology

JCIDS—Joint Capabilities Integration and Development System

MAA—Mission Area Assessment

MAJCOM—Major Command

MAP—Mission Area Plan

MER—Manpower Estimate Report

MNA—Mission Needs Assessment

MSA—Mission Solutions Analysis

MSP—Mission Support Plan

MTL—Master Task List

NAF—Numbered Air Force

NORAD—North American Aerospace Defense Command

OO-ALC—Ogden Air Logistics Center


OPR—Office of Primary Responsibility

ORD—Operational Requirements Document

OT&E—Operational Test and Evaluation

PEM—Program Element Monitor

POC—Point of Contact

POM—Program Objective Memorandum

RDT&E—Research, Development Test and Evaluation

JCIDS—Requirements Generation System

SAMP—Single Acquisition Management Plan

SIMCERT—Simulator Certification

SIMVAL—Simulator Validation

SMC—Space and Missile Systems Center (AFSPC)

SMP—Strategic Master Plan

SPD—System Program Director

SPO—System Program Office

SSAA—System Security Authorization Agreement

STAO—Space Training Acquisition Office (SMC)

STP—System Training Plan

STRP—Standardization and Training Review Panel

TPR—Trained Personnel Requirement

TPIPT—Technical Planning Integrated Product Team

TPT—Training Planning Team

TRG—Training Group

TSRA—Training System Requirement Analysis

UQT—Unit Qualification Training

USNORTHCOM—United States Northern Command

USSTRATCOM—United States Strategic Command

VAFB—Vandenberg Air Force Base

Terms

Air Force Enterprise Network—All Air Force network capabilities managed under the three-tieredEnterprise Network Management structure consisting of Network Control Centers at base-level, NetworkOperations and Security Centers at MAJCOM-level, and the Air Force Network Operations Center and


Air Force Computer Emergency Response Team at the Air Force-level. (AFDD 2-5, InformationOperations)

Concurrency—The condition of ready for training being achieved on the training need date, and thefunctions and operation of the training system and its supporting equipment and materials must match thesupported prime mission system.

Contract Logistics Support (CLS)—A pre-planned method used to provide all or part of the logisticssupport for a system, subsystem, modification, or equipment throughout its entire life cycle. CLS coversdepot maintenance and, as negotiated with the User Command, necessary organizational and intermediatelevel maintenance, software support, and other operation and maintenance tasks.

Human Systems Integration (HSI)—The process of effective integration of human factors engineering,manpower, personnel, training, health hazards, and safety considerations into the acquisition of primemission systems to improve total system performance and reduce costs by focusing attention on thecapabilities and limitations of humans. (See DoDI 5000.2-R).

Instructional System Development (ISD)—A deliberate and orderly process for planning anddeveloping instructional programs that make sure personnel are taught the knowledge, skills, and attitudesessential for successful job performance. Depends on a description and analysis of the tasks necessary forperforming the job, objectives, and tests clearly stated before instruction begins, evaluation procedures todetermine whether or not the objectives have been reached, and methods for revising the process based onempirical data. (See AFMAN 36-2234)

Master Task List (MTL)—Documentation of total training tasks developed for a prime mission systemand its respective mission. It includes the entire spectrum of tasks in each functional area (operations,maintenance, and support) requiring training. The MTL provides the training task baseline for allacquisition, modification, support, management, and funding actions through comparison withpredecessor or future prime mission systems.

Prime Mission System—Any weapon system, support system, work station, or end item that supports aspecific military mission, therefore, requiring operations, maintenance, or support personnel training.

Program Manager (PM)—The PM has life-cycle responsibility for the prime mission system. PM dutiesinclude providing assessments of program status and risk to higher authorities and to the operator oroperator's representative; actively managing within approved resources, program cost, performance, andschedule; and providing assessments of contractor performance.

Simulator Certification (SIMCERT)—The process of ensuring through validation of hardware andsoftware baselines that a training system and its components provide accurate and credible training. Theprocess also makes sure the device continues to perform to the delivered specifications, performancecriteria, and configuration levels. It will also set up an audit trail regarding specification and baseline datafor compliance and subsequent contract solicitation or device modification.

Simulator Validation (SIMVAL)—The process for (1) comparing a training device's operatingparameters and performance to current intelligence assessment of a weapon system, threat, andinteraction between the weapon system and threat and (2) documenting the differences and impacts. Thisprocess includes generation and deployment of an intelligence data baseline of the system, comparison ofsimulator characteristics and performance, support for the modification and upgrade of the simulator, acomparison of simulator and threat operating procedures, and correction of any significant deficiencies.


Uncorrected deficiencies are identified and published in validation reports. The process continuesthroughout the lifecycle of the simulator.

System Training Plan (STP)—The STP is an iterative planning document that defines the justification,design, development, funding, resources, support, modification, operation, and management of a trainingsystem. The STP is designed to provide for planning and implementation of training and to make sure allresources and supporting actions required for establishment and support are considered.

Technical Planning Integrated Product Team (TPIPT)—TPIPTs are multi-constituent teams ofoperators and AFMC/AFSPC laboratories, System Program Offices, development planners, and industryto generate, consolidate, and analyze an array of concept options and technology needs that address theoperators’ needs.

Training Device—A hardware device that permits learning, development, and the practice of skills andprocedures necessary for understanding and operating the integrated systems of a specific prime missionsystem.

Training Planning Team (TPT)—An action group composed of representatives from all pertinentfunctional areas, disciplines, and interests involved in the life cycle design, development, acquisition,support, modification, funding, and management of a specific prime mission training system. The TPTuses the STP to ensure training considerations are adequately addressed in the prime mission systemacquisition and modification processes.

Training Requirement—The skills and knowledge that are required for satisfying the job performancerequirements and are not already in the students' repertoire.

Training System—A systematically developed curriculum including, but not necessarily limited to,courseware, classroom aids, training simulators and devices, operational equipment, embedded trainingcapability, and personnel to operate, maintain, or employ a system. The Training System includes allnecessary elements of logistic support.

Training Systems Requirements Analysis (TSRA)—The i n i t i a l s t ep i n u se r r equ i r emen t sidentification. It consists of mission/task analysis, training requirements identification, objectives/mediaanalysis, and training systems basis analysis. A TSRA integrates the products of the Instructional SystemDevelopment (ISD) process and the Systems Engineering (SE) process to describe the Training System tobe procured. It serves as a required input to the System Training Plan. It is accomplished by the PM.


Attachment 2

TRAINING SYSTEM REQUIREMENTS: CONSIDERATIONS

Initial skills and supplemental training

Unit qualification, mission ready, and recurring training.

Contractor training (course documentation, technical orders, maintenance manuals, and training materi-als)

Training system sustainment, concurrency

Off-line training systems

Dedicated training devices (e.g. part task trainers, simulators) for equipment familiarization, practicing performance procedures, developing mechanical skills, and reinforcing academic instruction.

Training system fidelity will be determined by analysis of training requirements using the ISD process.

High Level Architecture (HLA) compliance requirements. The training system operates without impact-ing or being impacted by other simulation requirements for software testing and development, anomaly resolution, or operational maintenance.

Training devices meet AFSPC knowledge and task proficiency levels

Trained Personnel Requirements

Key training equipment performance parameters:

Fidelity

Emulation capability

Positional and crew training

Appropriate spectrum of stimuli

Multiple scenario presentation modes

Instructor feedback tools (real time monitoring, playback, audio-visual, classroom-simulator mix)


Attachment 3

METRIC TEMPLATES

Units will provide semiannual inputs on operations training devices to XOT by 31 January and 31 Julyusing the formats and instructions below. XOT will consolidate unit reports to present the overall status ofcommand training systems.

1. Time to Train: Average Time to Combat Mission Ready (CMR)

Units will report the number of calendar days to complete UQT and certification requirements to bringIQT graduates to CMR status.

2. Training Device Fidelity/Task Coverage.

Use the Job Performance Requirements List and Proficiency Levels in AFSPCI 36-2203, Volumes 1 or 2to provide a subjective assessment of training device fidelity in a stoplight chart. Provide narrative to fur-ther explain the rationale for the rating assigned (see Figure A (3).2.). Our goal is to have training devicesthat look, sound, and feel like the actual operational equipment to achieve and maintain required profi-ciency levels. These systems should emulate appropriate position console displays, messages and opera-tional support equipment. Fidelity categories:

Physical (degree of physical representation, appearance, feel and function)

Functional (data change rates, display response, system performance)

In addition, use the Job Performance Requirements List and Proficiency Levels to indicate the percentageof the training system’s coverage of designated tasks at the specified level of learning. (See FigureA3.1.below). Goal: 90%


Figure A3.1. Training System Fidelity/Task Coverage.

3. Simulator Performance.

Utilization: Report Available/Scheduled/Actual hours per month for each training device. Example: 448 /336 / 331 (device available 16 hours/day [not including scheduled maintenance] x 7 days x 4 weeks = 448hours, scheduled for 12 hours/day = 336 hours, 5 hours of lost utilization = 331). Include an explanationfor lost training time. The intent is to reflect utilization of available trainer time and lost training time dueto unscheduled maintenance, equipment failure, etc.

Reliability: Mean Time Between Maintenance (MTBM). Average time between maintenance events,based on operating hours. Tracked by month.

Maintainability: Mean Downtime (MDT). Average elapsed time between loss of mission capable statusand system restoration to at least partial mission capable status. This includes maintenance and supplyresponse, administrative delays, actual on-equipment repair and other activities such as training and pre-ventive maintenance. Tracked by month.